The new generations: an exciting challenge for today's leaders. Find out how to manage Generation Z successfully using innovative strategies adapted to their unique way of working. An overview with Julien Haucourt, management and communication expert.
Generation Z, how do you define it?
Generation Z is made up of young people born between the end of the 1990s and the end of the 2000s. They are highly active and connected. They are often described as digital natives because they have grown up with digital technologies as a natural extension of themselves.
This generation can be divided into two groups:
- Zs born before 2000
- Z born after 2000
There are three main characteristics of Generation Z:
Critical thinking
Ability to question the established order
A thirst for constant change
This generation stands out for its innovative approach to the challenges of the modern world.
Generation Z at work
Members of Generation Z have very clear expectations. Firstly, they attach great importance to work-life balance. Secondly, they value flexibility and autonomy. Finally, they are looking for deep meaning in their actions at work.
The values of Generation Z at work :
Ethics
Authenticity
Social impact
It is therefore in the interest of managers to highlight the company's vision in order to unite and mobilise these young talents.
According to a study by the IESEG School of Management, young people entering the job market are above all looking for autonomy, meaning, the opportunity to expand their knowledge and a physical workspace.
Generation Z also embodies a unique blend of entrepreneurial ambition, social commitment and technological connection. This is already having a profound influence on the way leadership and management are approached in modern organisations.
Generation Z is also bringing a breath of fresh air to the world of work. With their natural mastery of technological tools, they place a premium on instant communication.
What concrete impact will this have on management and managers?
Traditional management must give way to soft management.
Horizontal and collaborative relationships are favoured over rigid hierarchies.
Managers need to adopt a more flexible and participative approach to foster the development of this new generation.
The manager becomes a manager-coach.
Training Manager as coach
[Training]
To better understand the expectations of Generation Z, apply appropriate management methods, successfully integrate Generation Z into your team and manage delicate situations, discover the training programme :
Integrating and managing Generation Z
The course includes case studies. Based on a given scenario, you will identify innovative solutions for integrating Generation Z. Example: a combination of mentoring and reverse mentoring. In this way, the young person benefits from the experience of an employee, while bringing something extra to the team, such as their mastery of digital tools.
The manager's mission: to give vision and meaning to Generation Z
As a manager, it is essential to provide generation Z with a clear vision and a goal to motivate them. More than ever, this new generation is looking to understand the impact of their actions and to feel connected to the company's overall objectives.
The WHY is more important than the HOW.
The manager's vision must therefore be inspiring, motivating and aligned with the values of Generation Z. By communicating this vision effectively, managers can create a sense of belonging among their employees and encourage them to invest fully in their mission. To do this, they and the company can use their mission statement and tools such as the golden circle.
Mission statement
It's your raison d'être, your vision: it can be summed up in a few words.
Examples:
Connecting professionals around the world to make them more productive and successful
Bringing happiness to people
Disney
Inspiring and developing the builders of tomorrow
Lego
The mission statement can be drawn up at company level, but also at department level, by the team and its manager.
The golden circle
Inherited from the world of marketing and advertising, it allows you to answer these two questions in all circumstances:
WHY?
HOW?
In other words, why do we do what we do and how do we do it?
Can you answer these two questions in a few words?
Finally, the vision must be embodied in concrete actions on a daily basis. The manager needs to set the course regularly. The consistency between vision and actions also stems from its posturehis integrity and its exemplary. It also reinforces his leadership and therefore the impact of his vision. What's more, all instructions must begin with their purpose. This means answering the question: "What's the point?
What is the real impact on Generation Z at work?
Managers who succeed in conveying their vision with passion and conviction are those who are most successful in mobilising their teams around shared objectives. By extension, communicating a vision through the 'why' also means motivating 'Z' employees, or even 'Z' employees. give yourself a chance to win their loyalty.
Soft management for a better understanding of Generation Z
Soft management is an essential approach to better understanding and managing Generation Z within the company.
Unlike more rigid traditional methods, soft management focuses on :
1/ Active listening
2/ Open communication
3/ Collaboration
For their part, members of Generation Z appreciate managers who :
- demonstrateempathy
- are able to flexibility
- enhance the well-being at work
By adopting this gentle, inclusive approach, managers can therefore establish trusting relationships with these young employees in search of meaning.
Participative management to better include Generation Z
Soft management also involves participative leadership, where employees' ideas and feedback are taken into account. Not only does this get Generation Z more involved in decision-making, it also encourages their creativity and commitment.
[Training]
Find out how to mobilise your staff and make them feel valued, what good practice is for delegating and giving responsibility, and how to develop mutual trust, consult the training programme : Practice participatory management
Example :
Cyril is head of logistics for an industrial company with 1,500 employees. As a manager, he encourages initiative-taking and intrapreneurship among his staff. He identifies in Raphaël, a 23-year-old order picker, a pronounced taste and genuine skills for IT development.
Cyril therefore encourages Raphaël to communicate from the bottom up. In particular, he practises active listening (availability, empathy, non-judgement, reformulation). This strengthens his colleague's commitment. Raphaël is also improving the IT tool used by the logistics platform.
Both parties benefit. On the one hand, the relationship is strengthened by the manager's confidence. The employee feels more fulfilled, which in turn helps to build loyalty. On the other hand, a more fulfilled employee is also more productive, and the whole department gains in productivity.
Offering opportunities for progression to Generation Z
It is essential to provide opportunities for professional development and continuing education to enable members of Generation Z to progress and flourish in their careers.
Employees who enter the job market are not "married to their company". At best, they are loyal to the team and to the manager if they recognise the latter's expertise. Progressing within the company is not an end in itself. However, they are keen to progress.
[Testimonials]
Thibault, 25, industrial supervisor
Personally, I don't hesitate to make it clear to my colleagues and superiors that I'll stay as long as it suits me. I know that my company will allow me to develop, but my priority remains a work/life balance, with a work rhythm that I like.
Jonathan, local manager on the same industrial site
I was faced with a deadlock with a colleague. Aurélien was gradually losing all involvement, without any concrete or visible explanation. Communication between us eventually broke down. Mediation helped to identify the lack of recognition Aurélien felt. First I explained the 'vision'. Then, thanks to a comprehensive training plan, Aurélien was able to quickly develop the versatility he was lacking. As a result, he was able to take on more rewarding tasks in the workshop.
That's why it's in a manager's best interest to set up a skills-based management.
1/ The benefits
This will enable the manager :
- d'quickly identify gaps to be filled between the real needs of the business and the skills and aspirations of its employees
- from bring them into line quickly, in particular through training
- to also offer a medium- and long-term developments for each members of its team
2/ Points to watch
However, this cannot be done without thehuman resources support.
This must also be integrated into the the company's broader strategy.
In particular, in terms of training and learning culture.
[Also read]
Work-life balance
The balance between professional and personal life is also an area that needs to be cultivated.
More than just a paradigm shift with regard to work, a work/life balance helps to prevent burnout and promotes employee well-being.
But how to do it ?
Example :
Mathieu, a manager in a service company, encourages flexibility in work organisation. While certain collective times are sacrosanct to maintain links and share objectives, working time is left to the discretion of the employee. Employees can telework as they wish or be present on site. In eight months, Mathieu has noticed an improvement in relations within his team. Productivity has also increased slightly.
In conclusion, managing Generation Z effectively means first of all understanding its unique characteristics, and then adapting your strategy accordingly. Managers can create a positive working environment for their 'Z' employees and facilitate cohabitation with other generations by using simple levers: upward and transversal communication, participative leadership and a clear vision. The final piece of advice? Managers, adopt a proactive approach and remain open to new ideas and perspectives!
